charting a new course in leadership assessment
DESCRIPTION
Recent studies have shown that a significant number of global organizations lack the necessary talent for critical leadership positions. When this is combined with increasing globalization and historic demographic shifts in the workforce, organizations struggle to build a robust pipeline of diverse candidates for their senior-level roles. This webinar will show how organizations can incorporate their commitment to diversity and inclusion into the assessment and development of managerial talent to build a diverse talent pipeline for senior management positions in the 21st century.TRANSCRIPT
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Charting a New Course in Leadership Assessment
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Speakers: Dr. Kathleen Kappy LundquistPresident & CEOAPTMetricsDr. John C. ScottCOOAPTMetrics
Moderator: Kellye WhitneyManaging EditorTalent Management magazine
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Charting a New Course in Leadership Assessment
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Kellye WhitneyManaging EditorTalent Management magazine
Charting a New Course in Leadership Assessment
#TMwebinar
Dr. Kathleen Kappy LundquistPresident & CEOAPTMetrics
Dr. John C. ScottCOOAPTMetrics
Charting a New Course in Leadership Assessment
Charting a New Coursein Leadership AssessmentJuly 24, 2012
Presented by :Dr. Kathleen Kappy Lundquist, CEOand Dr. John C. Scott, COO
2012 APTMetrics, Inc.
99
People travel to wonder at the height of the mountains, at the huge waves of the seas, at the long course of the rivers, at the vast compass of the ocean, at the circular motion of the stars, … and yet they pass by themselves without wondering.
--St. Augustine
A New Course
10 CONFIDENTIAL
Identifying, Developing and Retaining Potential
C-suiteLeaders
SeniorLeaders
Executives
Mid-level Managers
Front-line Supervisors/
Pivotal Roles
Checkpoint #4:
C-suite Assessment
Checkpoint #3: Leader
Assessment
Checkpoint #2: Early
Confirmation of Potential
Checkpoint #1: Initial
Segmentation
1111
Workforce Trends
1212
Global Race For Talent – Smaller Pools to Tap Into
Global demand for talent is higher than ever...
• 58% multinational companies lack talent for critical leadership positions
...but there is just not enough talent to go around
• Emerging markets: Only 25% of talent is employable– Uneven quality of education systems– Lack of employee mobility
• Developed markets: 75M baby boomers nearing retirement, but only 30M Generation X to fill role
1313
Recession resulted in higher retention of talent• Companies 'tightened belts'
– Recruiting less from the outside– Focusing on building pipeline
• Slowdown of voluntary attrition; older workers delaying retirement
– Minimizing personal financial risk
Pendulum seems to have swung too far• Limits opportunity for diverse talent coming up
the ranks– Advancement pathways for key emerging
talents blocked
• Increases risk of mass exodus of knowledge/capability in 5–10 years
– Spike in retirement will result in insufficient talent pipeline
The Talent Continuity Conundrum
1414
Cultural Competence and Diversity
• Globalization and Demographic Shifts make Cultural Competence a Leadership Imperative
• Cultural competence: effectively operating in different cultural contexts and altering behaviors to reach different cultural groups
• Cultural competence is BOTH individual AND organizational
1515
Aspects of Cultural Competence
• Organizational Cultural Competence requires:• Defined values, policies and behaviors that facilitate
effective cross cultural efforts• Incorporating diversity and inclusion into the fabric of
managing the business
• Individual Cultural Competence requires:• Capacity to value diversity• Manage the dynamics of difference• Acquire and institutionalize cultural knowledge• Adapt to cultural contexts of the customer communities
served
1616
Question 1
Does your organization currently evaluate cultural competence in the assessment of leaders?
a. Yesb. No c. Considering it
1717
Building the Diverse Leadership Pipeline
• Provides a unique opportunity to leverage cultural differences to build organizational cultural competence
• Powers an innovative culture
• Leads to sustainable success
• Not just “the right thing to do”
1818
Not Just the “Right Thing to Do”
1919
Diversity is Itself Diverse
• The diversity skill set for leaders varies based on where the organization is along the diversity continuum
• The needs of different groups or even subsets of the same group vary considerably
• Diversity assets are not the same for organizations in different industries
2020
Awareness
Fairness
Inclusion
Leverage
Evolution of Diversity in Organizations
2121
Awareness Fairness Inclusion Leverage
Diversity defined as …
Equal opportunity compliance
Narrowly by representation of ethnic and gender groups
Broadly defined in terms of thought, style and background
A core organizational asset
Differences Seen as potential for problems
Need to be accommodated
Need to be encouraged and integrated
Are a competitive advantage
Role of Leaders
Legal compliance
Diversity is part of the Leader’s jobs
Managing Inclusion is an essential leadership competency
Leaders integrate D&I as a business strategy
Role of Board
Passive Limited requests for reporting representation
Board holds leadership team accountable
Leaders and Board own D&I
Organizational Diversity Maturity
2222
Question 2
Where is your organization along the Diversity continuum?
a. Awarenessb. Fairness c. Inclusiond. Leverage
2323
Implications for Leadership Assessment
To meet the long-term needs of the organization, leadership assessment must:
• Diversify the pool
• Build cultural competence
• Provide opportunity for early identification of talent
• Balancing inclusive approach with targeted development
• Assess both organizational and individual profiles
2424
Talent Segmentation
2525
Why Do We Need to Differentiate?
• Talent is becoming a very scarce resource• Placing the right people in the right roles is even more critical
to business success then ever before
• Organizations have limited resources for development• Organizations need to know where to put their money to their
best advantage
• Individual performance is not normally distributed – need to focus on “elite” performers who produce majority of output
• Having models for talent differentiation or segmentation is critical• Need to effectively and accurately determine who has and
doesn’t have the potential for future leadership roles
2626
Differentiation Allows Enhanced Focus Deeper in the Organization
Targeted Development Focused here
TargetedDevelopment Focused here
Balance of LeadershipGlobalHipos
Without Differentiation With Differentiation
2727
FoundationalDimensions
GrowthDimensions
CareerDimensions
Building Blocks of Leadership Potential
Performance(In-role track record)
Personality Cognitive Ability
Learning Motivation
Leadership Predisposition Functional Capability
Cultural Competence
2828
Leadership Competencies Typically Assessed
• Leads Strategically• Collaborates• Customer Focused• Delivers Results• Develops Talent• Communicates Directly• Promotes an Ethical Culture• Fosters Purposeful Dialogue
2929
Cultural Competence
Competencies Assessed
Cultural Competence
1. Respects diverse perspectives that may arise from background, culture, ethnicity, race, gender, age, generation, values, and other individual characteristics.
2. Recognizes when diverse views are not being leveraged and confronts this situation
3. Drives action through the organization to capitalize on diversity as a business asset
3030
Brief Demonstration
3131
An Example: Setup
To start your day, open up the resource titled "About GXR" and take a few minutes to read the overview of GXR and its history.
3232
An Example: Setup
To start your day, open up the resource titled "About GXR" and take a few minutes to read the overview of GXR and its history.
3333
An Example: Video
3434
An Example: Item
How would you facilitate an outcome that takes into account both perspectives?
Ask them each to write up their recommendations and you will decide.Agree that price is important but reiterate that quality must take precedence.Review the market research data yourself to determine who is correct.Ask them to meet and generate a recommendation that takes both price and quality into account.
3535
An Example: Item
What information would you MOST like to have in order to address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
3636
An Example: Item
What information would you MOST like to have in order to address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
3737
An Example: Item
What information would you MOST like to have in order to address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
3838
Feedback: Competency Summary
2Cultural Competence
3939
Feedback: Individual Developmental Actions
2Cultural Competence 78 Become an advocate in the company for promoting
diverse viewpoints, challenging others to consider a diversity of perspectives, and demonstrating how diversity and inclusion support the company
Lead an initiative to collaborate with community and customer base on new-product development
Coach, train and develop an inclusive approach in all members of your team, making cultural competencethe norm
4040
Identifying, Developing and Retaining Potential
C-suiteLeaders
SeniorLeaders
Executives
Mid-level Managers
Front-line Supervisors /
Pivotal Roles
PurposeAssessment Approach
Development Approach
Identify and address development gaps for select C-Suite participants; Inform movement decisions
Behavioral Interview, Qualitative 360, Hogan/360 Assessment
Extensive Coaching, Exec MBA, Experiences
Identify and verify Global enterprise talent; Facilitate GM preparedness
Assessment Center, psychometric assessments, and career inventories
Coaching, Internal Training, External Courses, International Assignments
Identify/confirm potential in individuals early in career for early course correction; Better focus development dollars
Virtual simulations, psychometric assessments and career inventories
Light Coaching, Focused Training, Books, Task Forces
Conduct an initial segmentation of talent; gain an understanding of the long-range talent landscape
Virtual simulation, psychometric assessments, registration of interest
Focused Training, Readings, Coursework
Checkpoint #4:
C-suite Assessment
Checkpoint #3: Leader
Assessment
Checkpoint #2: Early
Confirmation of Potential
Checkpoint #1: Initial
Segmentation
4141
Succession Plan at a Glance
CEO
Rea
dy
Nea
r-Te
rm
Rea
dy
Fu
ture
(T
alen
t P
oo
l)
KEY:
Rea
dy
No
wIn
cum
-b
ent
… … … … … … … …
ELT Leader
ELT Leader
ELT Leader
ELT Leader
ELT Leader
ELT Leader
ELT Leader
ELT Leader
…
ELT Leader
DiverseExpatriateNationalityFlag Successor from Outside Org.
4242
Feedback: Organizational Assessment
2012 Results
PipelineManagement
Is the pipeline healthy and full?
Depth of BenchNumber of Ready Now per position DiversityDiversity of the succession pools Duplication Successors on multiple slates
EffectivenessIs the succession
plan working?
Key positions filledUse of succession pool vs. external hires Performance when selectedHow quickly do they ramp up/hit KPIs?
Talent PoolIs talent prepared
and engaged?
Development plans executedCompetency/key experience gaps closed Pool movementPromotion, demotions and lateral moves Reward allocationHolding power of incentive compensation Retention and engagementSuccession pool turnoverHow many terms are regrettable losses?
4343
Great things are not done by impulse, but by a series of things brought together.
Vincent van Gogh
4444
Contact Information
• Dr. Kathleen Kappy Lundquist: [email protected]
• Dr. John C. Scott: [email protected]
Questions and Answers
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Dr. Kathleen Kappy LundquistPresident & CEOAPTMetrics
Dr. John C. ScottCOOAPTMetrics
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